Program Planning Chapter 6
Program planning, the second step in the public relations RACE process, is called “Action” because the
organization starts making plans to do something about an issue or situation.
The RACE is On… Research…ACTION…Communication…Evaluation
This chapter examines: The Value of Planning
Different Approaches and Models to PR Planning
The Eight Elements of a Program Plan: Situation
Objectives
Audience
Strategy
Tactics
Calendar/Timetable
Budget
Evaluation
Program Planning Involves…
Giving considerable thought--before any
PR activity can be implemented--to what
should be done and in what sequence to
accomplish an organization’s objectives
Strategic planning– meaning “deciding
where you want to be in the future (the
goal) and how to get there (the strategies)”
Specifically…
PR Program Planning can involve the coordination of multiple methods: social media, news releases, special events, web pages, press kits, news conferences, media interviews, brochures, newsletters, speeches, advocacy ads, etc. to try to achieve specific results
Such systematic planning prevents haphazard, ineffective communication
Having a blueprint of what is to be done and how it will be executed makes programs more effective and PR more valuable to the organization
Planning Your Plan!
A PR program plan identifies what is to be done,
why, and how to accomplish it
By preparing such a plan, either as a brief
outline or an as extensive document, the
practitioner can make certain all the elements
have been properly considered and that
everyone involved understands the “big picture”
Often this plan goes to the client for approval
and possible modification before it is started
Eight Elements of a Program
Plan
Situation
Objectives
Audience
Strategy
Tactics
Calendar/
Timetable
Budget
Evaluation
1. Situation
A clear understanding is needed of the situation that led to the conclusion that a public relations program was needed:
Is there a problem or negative situation that needs to be overcome? Ex: Market share/sales are down (Butterfinger’s “The Finger” campaign p. 149)
Is there a need to reinforce an ongoing effort to preserve an organization’s reputation and public support? Ex: Denny’s and Clorox
Is this a one-time project? Ex: New library opening
2. Objectives
What is the desired outcome?
Does it really address the situation?
Is it realistic and achievable?
Can success be measured in meaningful terms?
Types of Objectives: Informational: Increase public awareness; deliver key
messages (Examples: p. 152)
Motivational: More bottom-line oriented with goals to increase/expand sales, attendance, donations, media placements (Examples: p. 152-3)
3. Audience PR programs should be directed toward
specific and defined audiences or publics
Use market research to identify key
publics by such demographics as age,
income, where people live, social strata,
education, consumption of specific
products
Audience Examples p. 153
4. Strategy
How, in concept, is an objective going to be achieved?
Key themes and messages should be stated that will be reiterated throughout the campaign on all publicity materials
Plan should contain a listing of key messages that the campaign wants to get across to the target audiences and the media
See examples p. 154
5. Tactics These are the “nuts and bolts” of the plan that
describe, in sequence, the specific activities that
put the strategies into operation and help
achieve the stated objectives
Strategy establishes why something is being
done and why it will work for the campaign’s
purposes
It’s the tactics that get the job done
Tactics involve using the tools of communication
to reach primary and secondary audiences with
key messages
Nestle’s April Fool’s prank (p. 156)
6. Calendar/Timetable Deciding when a campaign should be
conducted
Determining the proper sequence of
activities
Compiling a list of steps that must be
completed to produce a finished product
See Gantt Chart p. 158
7. Budget
No program plan is complete without a budget
An obvious question amid all of the objective, strategy and tactic-setting is: “How much will all of this cost?”
Organizations establish an amount they can afford and then ask the PR staff or outside agency to write a program plan that refects that amount
8. Evaluation
Previously stated objectives must be measurable in some way to show clients and employers that the program accomplished its purpose
Types of evaluation can be: compilation of news clips, broadcast air time, brochure distribution, readership and/or viewership figures, sales, market share
CofC’s recent Bully Pulpit series- the College was exposed to 108 million TV viewers and had an advertising equivalency value of $21 million
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